Ken Turbitt Blog
Aidan Lawes Blog
Paul Gostick Blog
Dr Jenny Dugmore Blog
Shirley Lacy Blog
Alim Ozcan Blog
Juan Jimenez Blog
Ian Clayton Blog
Nas Ozcan Blog
Aidan Mills Blog

Digital Health Technology Vision 2018
Health organizations are embracing intelligent technologies but must do more to prepare for societal impact...

Ten Strategic Technology Trends for Government
Technologies that enable new service models for digital government must be at the top of the list for government organizations as they prioritize technology investments...


The Robots are Coming: Are CEOs Ready for the Era of Automation?
CEOs agree that robotics is going to make their companies more efficient, with 94% of those who've already adopted robotics saying that it's increased productivity in their business...


The 2015 Chief Digital Officer Study
More companies are appointing a Chief Digital Officer to join their C-suite - but are they doing it quickly enough?...


18th Annual Global CEO Survey
The United States has overtaken China as top target for growth for the first time in five years...

29 September 2009 | Shirley Lacy Blog
Send to a colleague | Add to MY ITP

ITIL training and organisation development - Are you getting best value?
This week Shirley looks at how IT organisations can use ITIL training as part of their organisational development...

  Shirley Lacy

I looked previously at what motivates people to learn about IT Service management and ITIL® in particular. I am now going to take a look at how IT organisations can use ITIL training as part of their organisational development in a way that delivers best value.

Training is an event with specific objectives that imparts skills, attitude and knowledge for direct application to a task or job. In contrast, organisation development is mainly informal and it aims to modify behaviour. It includes the adoption of skills, attitude and knowledge that can be applied in current and future roles. Studying books, taking courses and doing assignments are part of formal training, while the changes in our attitudes, values, behaviour and culture is the informal, developmental part.

Service organisations instinctively want to deliver better service performance, improve customer satisfaction whilst minimising costs and risks. The challenge is how to do this effectively and efficiently. We can let people find their own way or we can help to speed their learning process in a way that contributes to overall organisation development. 

As organisations transform to survive or grow in the current climate, we are seeing rapid changes through mergers and acquisitions, different business and sourcing models as well as technology change. To support this, many IT service providers need to transform their ways of working. Organisation development supports the creation of effective and healthy organisations that enables transformation; it helps to create an organisation with competent, satisfied, and productive employees.

Many organisations want both training and organisational development. In our experience, a combined approach is very effective particularly where students take on-site courses with their colleagues. In these classes there is an instant rapport and the students are keen to identify potential improvements for their organisation. They are mobilised to take action after the course. The improvements usually range from things that that can be done next week to longer term improvements. With many people motivated to go and make improvement, the organisation continually improves.

Many single students that take a foundation course that have experience can apply what they are learning in the classroom to their own experience and many are motivated by achieving personal development goals. Their training will be more effective if there is a framework for them to deliver improvements. Students should know why they are taking a training session and what they should/can do afterwards. Otherwise their enthusiasm may wane and the organisation loses out.

I was with some colleagues last week discussing how some organisations in the current climate are reluctant to invest in organisation development. They sometimes see training as a replacement for personal and organisational development. Perhaps this is because training courses and exam passes can be counted whereas assessing the contribution of informal development activities that contributes to organisational development is far harder. 

What is your organisation or client base doing – are they taking the best approach to deliver value?

Any feedback and comments are always welcome!


1st October 2009

Hi Shirley,

In my opinion very few people come away from any of the ITIL ‘training’ courses with any ability to then go and do what they have been trained on. For example, V2 Managers ‘training’ courses taught CFIA in availability management. Therefore I should be able to give a complex infrastructure diagram to anyone with a V2 Managers certificate and ask them to report back on identified single points of failure and an assessment of the effect to the service of a failure of each component.

Try it sometime and see what response you get!! It proves that what the industry calls ‘training’ is actually ‘EDUCATION’. There is therefore a huge gap in the market for true training in the techniques of IT service management, using techniques such as workshops, scenarios, on-the-job training .

One technique that we are piloting in a few areas of the UK Public Sector is to assign a skilled ‘coach’ to people coming of ‘training’ courses. They then help the returning attendee to apply the knowledge they have learned in real work situations, by providing support and guidance. The individuals training record is updated so show they have been trained, but also shows that they haven’t yet proven they can apply the skills learned. That happens when their coach and peers agree that they have now demonstrated their ability. Essentially it’s like having a ‘P’ for Probationer plate on your car when you have passed your driving test – you only take the plate off when you’re safe to go out on the roads on your own!

Kevin Holland
UK Public Sector National Competency Lead for IT Service Management



Shirley Lacy Email to a colleague | Add to MY ITP

terms & conditions